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Filed Under: Management

Published on: Thursday, September 01, 2011

Business Secrets Your Kids Won’t Learn in School

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Kids are headed back to class, but, even in business school, few will learn the hard-earned lessons that come from years of playing corporate politics and hustling to get to the corner office. We asked ExecuNet members, successful leaders who have had the benefit of long-term real-life experience, what is the best business advice you can offer students about work that they won't learn in school?

 

Published on: Thursday, January 20, 2011

What Can You Do to Own the Solution?

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I think one of the most important elements in career advancement, leadership and business success is that of ownership. By ownership, I don't mean the kind of financial stake you have in the business. That kind of ownership simply gives you the opportunity to share in the benefit or risk of the enterprise.

Instead, there is another form of ownership that most successful leaders demonstrate, a form of ownership that will cause others to sit up and take notice of who you are and what success skills you bring to the table. Demonstrate this form of ownership and you will be able to workaround any number of issues that get in the way as well as add to your career advancement scorecard.

All too often, technically competent managers fall short of the ownership mindset required to both advance and succeed. Instead, these managers are very good at finding fault, blaming others for the roadblocks or complaining about the lack of competence of other groups. The absolute worst thing about these kinds of managers is that they are often right! There are roadblocks out there and sometimes other groups aren't performing as they could or should.

 

 
Most private business owners wear two hats. One is the "Owner" hat. The other is the "CEO" hat. And Chuck Richards, CEO of Chairman's View, a business valuation consultancy, says the key to effectively passing any private, often small business from one leader to the next requires a strict ownership focus on building the transferable value of the enterprise.

First, Richards advises business owners, you must think like an owner, and to reach your goals for the eventual transition of the business, you must:
  1. Define success

  2. Assess the transferable value of the business asset

  3. Take measurable action

  4. Create better options

 

 
ExecuNet's Executive Job Creation Index (EJCI) dropped seven points in August, reflecting slower business hiring activity anticipated in the next six months. However, the rate of hiring among those who expect to add executive jobs in the next six months outpaced those planning to eliminate or postpone filling top positions by four points, reflecting a positive — if cautious — hiring trend.

The August EJCI data, based on an ExecuNet survey of 181 executive recruiters, revealed that executive recruiters anticipate 53 percent of companies will leverage the economic climate by selectively "trading up" management talent with new hires for existing executive roles, and 20 percent will add new leadership roles.

 

Published on: Tuesday, August 24, 2010

Management Today is Outdated

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Why have there been advances in virtually every technology invented in the last 100 years, yet management is woefully out of date? At the 2009 World Business Forum, where ExecuNet exclusively reported, strategist and innovator Gary Hamel asked the delegates, "Could technology management change in this century the way it changed in the last century? Almost all organizations are running on 19th century management systems."

Management was created, the author and co-founder of the Management Innovation Lab at the London Business School said, to "get people to show up every day and do the same job over and over again like robots."

 

 
Executive-level hiring forecast by US recruiters remained positive for the seventh consecutive month, with companies expected to add more management jobs than they plan to eliminate in the next six months, according to ExecuNet's July Executive Job Creation Index.

"As job creation continues at a slow and steady pace, the real story is in the amount of quiet hiring going on," noted ExecuNet President and Chief Economist Mark Anderson. "The hidden job market is growing. Half of the hiring reflected in the survey is to replace or upgrade existing roles to fit new corporate growth strategies and talent needs."

 

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